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Fifth Journal Entry: Exploring win-win solutions and drafting a voluntary agreement.

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Running head: WORKPLACE MEDIATION Idea storming and exploring win-win solutions 1 WORKPLACE MEDIATION 2 Idea storming and exploring win-win solutions In the conflict at Samba Bank, after analyzing the conflicted situation by exploring the needs of the boss and that of the intern and having provided the chance for associated emotional sharing, the mediator can move towards making agreed solutions. This is accomplished through the dynamics and power of futures (Nabatchi, et al. 2007). At this point, the mediator can make assumptions that the brains of the two parties are future driven, and, therefore, they have already conceived the outcomes of the process, and therefore a step closer to achieving it. Nevertheless, up to this point, the participants’ brain would have only negative or damaging outcomes of the situation. For instance, if we were to ask the intern questions responses like, Í would like to pack and go’ or ‘to have the boss sacked’ are always common. Such are compounded by the anger, hurt or anxiety. They have the potential to rekindle the conflict with subsequent contacts. The mediator role, in this case, is to reverse the negative thoughts and initiate future based and positive thinking. In this situation, golden questions in different versions can help. For instance, in the case of Samba Bank, the mediator can ask the intern a question like, ‘what might work according to you or for you?’ This question looks at the future and aims to change the boss’s behavior so that the two can work in harmony. It throws open the door to WORKPLACE MEDIATION 3 several desirable outcomes having limited possibilities for a motivating and new workplace (Reynolds, 2000). The more likely responses to that one would be ‘I would like her to treat me more kindly’; ‘I want her to appreciate my efforts even though I make mistakes’ or Í wants her to treat me normal just like the other interns’. The possible one for the boss is ‘what do you expect from the intern?’ Since she started the conflict, she must have a probable reason that might help save the situation. The most likely range of answers can include ‘be more respectful’, ‘be punctual’ or ‘lay low’ among others. Then the mediator can storm the ideas for a possibility of a resolution. The process includes looking at the conflict with an analytical and critical eye to generate solutions that create the best payoffs, the most excitement and greatest benefits to both the intern and the boss. The mediator always has in mind that the solutions are future based (Reynolds, 2000). WORKPLACE MEDIATION References Nabatchi, T., Blomgren Bingham, L., & Good, D. H. (2007). Organizational justice and workplace mediation: a six-factor model. International Journal of Conflict Management, 18(2), 148-174. Reynolds, C. (2000). Workplace mediation. Mediation in Context, 166-176 4
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